As many have said, “fear is the great immobilizer”. But when it happens in your company it is costly and painful. And I have talked to far too many entrepreneurial owners and mainstream executives who are engaging with fearful employees who are becoming immobilized. Fear is showing itself in a very slowed down ability to respond to shifts in objectives, new market information or even direct requests for change. If something does not shift soon, the business suffers, not to mention the meaningfulness people feel in their roles. But, how?
The answer is not as difficult as it seems. And as leaders of organizations you are in the position to activate the change. People are afraid, always, because they do not know how to appropriately relate themselves to a situation. This is especially true in the face of the unknown. The key is to give orientation to something meaningful. People do not overcome fear by getting rid of a situation, but my knowing how to relate to it and take it on.
This is further augmented if it is done with others with whom we feel community. We are in it together. Without out this sense of direction and personal way to engage with it we will lose “force” or sense of agency. Our Will slides into reptilian process of self-protection and even depression. Depression is the inability to deal with fear and confusion.
Initiate a strategic process of setting direction and pursuits that involves EVERYONE. Set great and meaningful promises beyond your own current ableness as a company but ones that are worth doing. They must be inspiring if a bit daunting. Then design “work systems” so every one can participate in making it happen and bringing in their own uniqueness. Read some of the case studies on www.carolsanford.com where leaders have made this happen, even in the most dire straits. Look particularly at the Colgate-South Africa Story that was lead by Stelios Tsesos.
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